...Chapter 1: Review Questions 1. What is a project? It is a temporary effort intended to create a unique product, service, or result. 2. What is project management? It is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. 3. How are projects different from ongoing operations? Projects are temporary and unique while operations are continuous. Operations are an ongoing process to ensure that an organization continues to work effectively. For instance, operation managers can often use checklists to guide much of their work, but project managers rarely have checklists that identify all of the activities they need to accomplish. 4. What types of constraints are common to most projects? Time and budget constraints are common to most projects for clients, and the amount of resources available and the decision maker’s risk tolerance are constraints from an internal point of view. 5. Which deliverable authorizes the project team to move from Selecting and Initiating to Planning? The approval of a charter 6. At what stage of a project life cycle are the majority of the “hands-on” tasks completed? At the execution stage 7. During which state of the project life cycle are loose ends tied up? During the Closing stage 8. What are the five process groups of project management? Initiating, planning, executing, monitoring and controlling, and closing 9. Which process group...
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...Portada Management information systems managing the digital firm Part One. Organizations, Management, and the Networked Enterprise ....1 Chapter 1. Managing the Digital Firm ....2 Opening Case: DaimlerChrysler's Agile Supply Chain ....3 1.1 Why Information Systems? ....4 Why Information Systems Matter 4 • How Much Does IT Matter? 6 • Why IT Now? Digital Convergence and the Changing Business Environment ....7 1.2 Perspectives on Information Systems ....13 What Is an Information System? ....13 Windows on Organizations: Cemex: A Digital Firm in the Making ....14 Window on Technology: UPS Competes Globally with Information Technology ....17 It Isn't Just Technology: A Business Perspective on Information Systems 18 • Dimensions of Information Systems ....20 1.3 Contemporary Approaches to Information Systems ....25 Technical Approach 26 • Behavioral Approach 26 • Approach of This Text: Sociotechnical Systems ....27 1.4 Learning to Use Information Systems: New Opportunities with Technology ....27 The Challenge of Information Systems: Key Management Issues 28 • Integrating Text with Technology: New Opportunities for Learning ....30 Make IT Your Business ....31 Summary, 31 • Key Terms, 32 • Review Questions, 32 • Discussion Questions, 33 • Application Software Exercise: Database Exercise: Adding Value to Information for Management Decision Making, 33 • Dirt Bikes USA: Preparing a Management Overview of the Company, 33 • Electronic Commerce Project: Analyzing...
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...Strategic Project Management Made Simple Name Institution Strategic project Management Made Simple According to (Williams, 2009), a strategy is a plan of how to achieve formulated goals. It enables an organization to achieve its vision and its objectives. Strategic planning process determines the path that an organization will follow to meet its goals (Kerzner, 2001). In this paper, my aim is to summarize a review on strategic project management. The report talks about the logical steps of strategic project management process. I agree with the review that strategic management is a critical determinant of the success of an organization. The logical framework primarily involves strategic planning, systems thinking, management by objectives and total quality management. Others incorporated in the structure are scientific method, project management, and team building. In all these steps of logical structure, systems thinking are the foundation of the framework. The review also talks about strategic questions; these questions are also explained in various diagrams. The questions are based on goals, success measures, assumptions, verification, purpose, outcome, and inputs. These questions when combined, they form the logical framework matrix. I agree with this model as it is important in showing the progress made towards achievement of objectives. The review also touches on strategic alignment; this alignment is enabled by the formulation of attainable goals which focuses...
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...Case Study | Quantum Telecom Questions 1. How do we eliminate politics from gate review meetings? Gate review meetings are a form of project close. Gate review meeting could result in the closure of a life-cycle or the closure of the entire project. At each gate, the continuation of the process is decided by the project manager or a steering committee. The decision is based on the information available at the time, including the business case, risk analysis, and availability of necessary resources (e.g., money, people with correct competencies). Politics exist in any life cycle phase of a project. Two or more people or a group of people is needed for a politics to occur. Politics in project management have positive impact and negative impact in a project management. Project manager using his political influence with project sponsor to get qualified resources needed or a high priority for the project could certainly lead to a positive outcome. Unfavorable outcomes occur when people play politics for more power, authority, control, or advancement opportunities. In gate review meeting, politics can influence in GO/NO-GO decision of project advancement. To eliminate or minimize politics in gate review meeting, committee sponsorship can be adopted to minimize the politics in gate review meeting. Committees are comprised of middle managers from marketing, R&D, and operations. The idea is that committee will be able to make decisions in the best interest of the company more...
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... |Information Systems Risk Management | Copyright © 2010, 2009, 2008, 2006 by University of Phoenix. All rights reserved. Course Description This course identifies and defines the types of risks that information systems professionals need to consider during the development and implementation of computer based information systems. This course will survey remedies and prevention techniques available to address the risk areas present. Organizational policies and current regulatory considerations will also be examined relative to development, implementation, and use of computer based information systems. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cooper, D. F., Grey, S., Raymond, G., & Walker, P. (2005). Project...
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...Information Systems & Technology CMGT/442 Version 4 Information Systems Risk Management Copyright © 2010, 2009, 2008, 2006 by University of Phoenix. All rights reserved. Course Description This course identifies and defines the types of risks that information systems professionals need to consider during the development and implementation of computer based information systems. This course will survey remedies and prevention techniques available to address the risk areas present. Organizational policies and current regulatory considerations will also be examined relative to development, implementation, and use of computer based information systems. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cooper, D. F., Grey, S., Raymond, G., & Walker, P. (2005). Project risk management guidelines: Managing risk in large projects and complex procurements. Hoboken, NJ: Wiley. Greenstein, M., & Vasarhelyi...
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...BSC (Hons) Engineering Management BUS 3122F Project Management for Engineers Assessment 1 (50%) – Individual work Task: Develop a project plan for an approved project of choice, implementing the material that you have covered and focusing on Scope, Time, Cost and Risk. The selected project preferably should be a real project example that you have been involved with previously or currently working on. The following is a list of areas that should be covered within the assignment, the Project Plan: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Brief description of what the project is; Identification of owner, sponsor and project manager; Project objectives, deliverables and outcomes in terms of scope, time and cost; Who are the stakeholders are and showing the impact of the project on stakeholders; Requirements to be satisfied; Purpose of the project/business case; Roles and responsibilities; Illustrating the value proposition and project benefits; Risks and treatment; Work Breakdown Structure (WBS); Milestones and an activity schedule; Budget; Constraints and assumptions; Usage of any Enterprise Environmental Factors (EEF) or Organisational Process Assets; Showing statements/detailed plans of project control and monitoring action Scope: This assignment will assess your understanding of the Project Integration, Project Time Management, Managing Project Cost and Project Risk course topics. The report should emphasise how you are managing this as a project...
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...Introduction to the Capstone Project Recommended Activities for This Unit Instructor Functions|Student Tasks| • Discuss the course structure layout. • Present an overview of the capstonecase study or Request for Proposal (RFP).|Discuss the capstone project or Request for Proposal (RFP) to identify the following: o Objectives and scope o Requirements and specifications o The resources, such as human, time, funds, space, and tools, required to deliver the product o Tasks o Deliverables o Milestones• Identify major milestones and individual tasks.| • Explain how to launch and configure Microsoft Office Project 2003.|Explore Microsoft Office Project 2003.| • Discuss project planning and management using Microsoft Office Project 2003 and relate the software to the capstone project. o Define the basic terminology of project management. o Explain the project management life cycle. o Explain project management knowledge areas.|Define project management terminology and apply the terminology to the capstone project.| • Organize project teams. o Define team member roles and responsibilities.|Select teams.• Define team member roles and responsibilities.• Elect peers to fill appropriate roles.| Network Development Capstone Project Unit 1 Instructor Functions|Student Tasks| • Identify the key components of the capstone project. o Discuss the key requirements for the successful completion of the project. See Appendix B for a complete...
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...A project audit provides an opportunity to uncover the issues, concerns and challenges encountered in the execution of a project. It affords the project manager, project sponsor and project team an interim view of what has gone well and what needs to be improved with the project to successfully complete it. If done at the close of a project, a project audit can be used to develop success criteria for future projects by providing a forensic review. This review will provide an opportunity to learn what elements of the project were successfully managed and which ones presented some challenges. This will help the organization identify what it needs to do so that mistakes are not repeated on future projects. Regardless of whether the project audit is conducted mid-term on a project or at its conclusion, the process is similar. It is generally recommended that an outside facilitator conduct the project audit. This ensures confidentiality but also provides the team members and other stakeholders with the opportunity to be candid. They know that their input will be valued and the final report will not identify individual names, rather it will only include facts. It is common that individuals interviewed during the project audit of a particularly badly managed project will find speaking with an outside facilitator provides them with the opportunity to express their emotions and feelings about their involvement in the project and/or the impact the project has had on them. This “venting”...
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...and understanding PRINCE2 Version 1.0i (Check latest version) Covers the PRINCE2 Practitioner syllabus Link to PRINCE2 Foundation Self Study guide Link to PRINCE2 Practitioner Self Study guide Sample By Frank Turley, The PRINCE2 Coach MgmtPlaza – Affiliate of TAG Practitioner Level The PRINCE2® Practitioner Training Manual ii The PRINCE2® Practitioner Training Manual Thank you for reading our PRINCE2 Training Manual. The main objective of this book is to provide an easy-to-read and easy-to-understand PRINCE2® manual. The idea for this book came from the questions I received from people trying to learn PRINCE2 and after reading the official PRINCE2 manual “Managing Successful Projects with PRINCE2”. The official PRINCE2 Manual for the Project Manager is an excellent reference manual but can be rather difficult to pick up and read if you are new to both project management and PRINCE2. So this book is meant to be – and is – an easy introduction to PRINCE2 and is quickly becoming the most read book for people wishing to learn about PRINCE2 and prepare for Foundation Exam and Practitioner Exam. Feedback: We welcome any feedback (suggests to improve or corrections), Feedback The Swirl logo™ is a Trademark of the Office of Government Commerce PRINCE2 ® is a Registered Trademark of the Office of Government Commerce in the United Kingdom and other countries Free PRINCE2Self Study Course We offer a free full Self Study course if you but your official...
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...Quantum Telecom adopted two research and development project which requires to be completed by the summer of 1999. The project was to develop two products and market as soon as possible. The product has short life span due to the dramatic change in technology. 2. Gate Review Meeting - The main purpose of gate review meeting is to communicate with group of stakeholders and review the project progress. This gate review meeting is normally pre-schedule. - The result of the gate review meeting can result in the closure of a life-cycle or entire project. - The activities that conducted in the gate review meeting were to ensure the deliverables to be acknowledged and approved as to move on next phase. - Each gate defines the criteria that must be satisfied to exist from the just-completed phase. - Gate activities: o Decision to continue the process by the project manager or steering committee o Decision based on information availability at the point of time o Reviewing of the project budget those were within control o Iron out issues and getting team member feedback o Risk analysis o Availability of necessary resources (Money, people with right competencies) o Reviews the business risk that involved in the meeting o Revision of risk planning 3. Politics Elimination (Answer To Q1) How do we eliminate politics from gate review meetings? In gate review meetings, politics exist in any life cycle phase of a project. Two or more people or a group of people is needed...
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...3 2 Questions 4 2.1 Capability 4 2.2 Experience and track record 4 2.3 Capacity 4 2.4 Shared strategic aims 5 2.5 Culture 6 2.6 Organisation and management 6 2.6.1 Quality management 7 2.6.2 Project and programme management 7 2.7 Multi-supplier proposals 7 2.8 Proposed supplier organisation and project staffing 8 2.9 Technical understanding 8 2.10 Proposed management processes 8 2.10.1 Quality management 9 2.10.2 Change management 9 2.10.3 Service provision and management 10 2.10.4 Resource management 12 2.10.5 Capacity planning and management 12 2.10.6 Business continuity and contingency plans 12 2.10.7 Project management 13 2.10.8 Programme management 13 2.10.9 Strategic management 14 2.10.10 Knowledge management and organisational learning 14 2.10.11 Training 15 2.11 Risk management and risk transfer 15 2.12 Supply chain management 16 2.13 Benefits management and delivery 16 2.14 Relationship management 17 2.15 IT-specific questions 17 2.15.1 Business process changes 18 2.15.2 Application development 18 2.15.3 Software and systems engineering 18 2.15.4 Development and maintenance 20 2.15.5 IT service management 21 2.15.6 Infrastructure design and planning 21 2.15.7 Infrastructure and technology deployment 21 2.15.8 ICT infrastructure management 22 ...
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...Management Information Systems MANAGING THE DIGITAL FIRM Kenneth C. Laudon New York University f Jane P. Laudon Azimuth Information Systems PEARSON feerttifie tall Pearson Education International Brief Contents Part One Chapter 1 Chapter 2 Chapter 3 Chapter 4 Part One Project Organizations, Management, and the Networked Enterprise 1 Information Systems in Global Business Today 2 Global E-Business: How Businesses Use Information Systems 38 Information Systems, Organizations, and Strategy 80 Ethical and Social Issues in Information Systems 124 Analyzing Business Processes for an Enterprise System 165 Part Two Chapter 5 Chapter 6 Chapter 7 Chapter 8 Part Two Project Information Technology Infrastructure 167 IT Infrastructure and Emerging Technologies 168 Foundations of Business Intelligence: Databases and Information Management 222 Telecommunications, the Internet, and Wireless Technology 260 Securing Information Systems 312 Creating a New Internet Business 351 Part Three Chapter 9 Chapter 10 Chapter 11 Chapter 12 Part Three Project Key System Applications for the Digital Age 353 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications 354 E-Commerce: Digital Markets, Digital Goods 388 Managing Knowledge 428 Enhancing Decision Making 470 Designing an Enterprise Information Portal 508 Part Four Chapter 13 Chapter 14 Chapter 15 Part Four Project Building and Managing Systems 509 Building Systems 510 Project Management:...
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...dmank@scu.edu Cell Phone: 408-605-3983 Office Hours: By appointment Office: Room 321W Lucas Hall Class Days: TTh Class Period: 5:45pm—7:00pm Class Room: 310 Lucas Hall Text: Schilling, Melissa A.; STRATEGIC MANAGEMENT of TECHNOLOGICAL INNOVATION, McGraw-Hill/Irwin, 4th Edition, 2013 ISBN 978-0-07-802923-3 Cases* Hewlett-Packard Merced Division SAP America VMware Inc., 2008 IBM and Eclipse (A) Oracle vs. salesforce.com Enterprise IT at Cisco (2004) Google Inc. *All Cases are from the Harvard Business Review and are available at the SCU Bookstore Course Objectives: • To develop an awareness of the range, scope, and complexity of the issues and problems related to the strategic management of ISTs. • To develop an understanding of the “state of the art” of the strategic management of IST and IST innovation. • To develop a conceptual framework for assessing IST capabilities. • To develop insight concerning the skills necessary to be effective as an IST manager. • To offer some practice in defining and working out strategic management problems related IST innovation and implementation. Course Description/Perspective: The course focuses on the strategic management and deployment of information systems and technologies (ISTs) to improve business competitiveness. The role of IST strategy in enabling companies to effectively manage in the turbulent and dynamic business environment brought about by the...
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...Candidate Details Assessment – BSB51407 – Procurement Please complete the following activities and hand in to your trainer for review. This forms part of your assessment. Name: _____________________________________________________________ Address: _____________________________________________________________ _____________________________________________________________ Email: _____________________________________________________________ Employer: _____________________________________________________________ Declaration I declare that no part of this assessment has been copied from another person’s work with the exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person. Signed: ____________________________________________________________ Date: ____________________________________________________________ If activities have been completed as part of a small group or in pairs, details of the learners involved should be provided below; This activity workbook has been completed by the following persons and we acknowledge that it was a fair team effort where everyone contributed equally to the work completed. We declare that no part of this assessment has been copied from another person’s work with the exception of where we have listed or referenced documents or work and that no part of this assessment has been written for us by another person. Learner 1: ____________________________________________________________ ...
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